Question

what is the need and importance of technically skilled human resources and good governance?

Answer 1

Hey Mate,

Here Is Your Answer

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Introduction



Good governance is often used to describe the desired objective of
a nation’s political development. Even though it is a relatively new
term, the principles of good governance, however, are not new.
Good governance is, in short, anti-corruption where the authorities
and its institutions are accountable, effective and efficient,
participatory, transparent, responsive, consensus-oriented and
equitable.
World leaders at the 2005 World Summit concluded that good
governance is integral to economic growth, the eradication of
poverty and hunger, and sustainable development, and requires the
participation of civil society and the public and private sectors.
Therefore, promoting good governance in the public sector is
crucial for economic growth, the eradication of poverty and
hunger, and sustainable development.
The Thematic Adviser’s role is to promote public sector
development through strategic interventions in the fields of
leadership development and human resource management (HRM)
to achieve governance related outcomes and contribute towards
pro-poor growth and sustainable development in Commonwealth
countries.


The issues



Many developing Commonwealth countries are faced with major
issues such as poor leadership to motivate and manage and having
outdated HRM policies, plans, processes and structures in key
public institutions. These problems can lead to poor morale and
high staff turnover, including talent migration towards stronger
economies, thereby inhibiting the countries’ progress towards
promoting good governance and achieving sustainable
development.
Most of the available skilled leadership retiring within the next
three to five years will also impact negatively on the performance
of the member countries, due to lack of succession planning. The
issues are compounded when the public sector keeps growing in
most of the countries and when governments are not in a position
to recruit highly skilled professionals or even retain such
professional who are already in the service due to poor salaries or
poor working conditions, among other issues.
In this context, the development of strategies to improve leadership
and the governance capacity of public sector institutions in
Commonwealth countries is essential. Among the leadership
attributes requiring the most improvement in the eyes of public
managers are integrity, honesty, openness, transparency, and
valuing and caring for people.
Another factor to consider in many Commonwealth countries is
the decentralisation of the human resource (HR) functions to
ministries and agencies to speed up recruitment, promotion,
recognition and discipline processes. In addition to this, many
countries have decentralised public services from central to local
government, with the resulting structures sometimes not having
the necessary authority and resources to deliver the services
required.
An increasing range of instruments and institutions have been
developed in Commonwealth countries that take these factors into
consideration in order to promote effective leadership,
management and governance, although many of these are weak
or poorly developed, and the capacity to implement them is
limited.
Performance management systems and related performance
contracts, appraisals and rewards have been used to improve
individual, team and institutional performance. However, most have
proven too complex to administer in the absence of adequate
training, merit-based mechanisms and transparent accountability
processes and have failed to demonstrate positive improvements in
performance.


The need for capacity-building



As countries undertake policies of public service renewal, aimed at
enhancing the capacity of public institutions, to fulfil their duties
both to elected governments and citizens with the highest degree
of economy, efficiency and effectiveness, as well as with the
highest degree of responsibility, responsiveness and
professionalism, the HRM within governments of these countries
becomes crucial.
Instead of relegating HR issues to administrative/clerical levels, it
should be positioned at a much higher level in the organisation.
There is a need to professionalise HRM in order to enhance the
capacity in the public sector in Commonwealth member countries.
A HRM model is needed that will enable governments to manage
their staff and achieve key objectives.
Leadership development is also an essential component to advance
these Commonwealth mandates. This will enable the leaders to
play the roles of strategy experts and change agents. The reforms
being introduced should embrace changes to the systems by which
public servants themselves will be recruited, trained, appraised,
promoted, disciplined and declared redundant.

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Hope It Helps You.